| Publisher's acknowledgements |
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xiii | |
| Introduction |
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xv | |
| Managing your team |
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2 | (2) |
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1 Get them emotionally involved |
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4 | (2) |
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2 Know what a team is and how it works |
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6 | (2) |
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3 Set realistic targets -- no, really realistic |
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8 | (2) |
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4 Hold effective meetings |
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10 | (2) |
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5 ... No, really effective |
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12 | (2) |
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14 | (2) |
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7 Make your team better than you |
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16 | (2) |
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8 Know your own importance |
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18 | (2) |
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20 | (2) |
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22 | (2) |
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11 Offload as much as you can -- or dare |
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24 | (2) |
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12 Let them make mistakes |
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26 | (2) |
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13 Accept their limitations |
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28 | (2) |
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30 | (2) |
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15 Be very, very good at finding the right people |
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32 | (2) |
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34 | (2) |
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36 | (2) |
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18 Give credit to the team when it deserves it |
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38 | (2) |
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19 Get the best resources for your team |
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40 | (2) |
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42 | (2) |
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21 Keep track of everything you do and say |
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44 | (2) |
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22 Be sensitive to friction |
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46 | (2) |
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23 Create a good atmosphere |
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48 | (2) |
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24 Inspire loyalty and team spirit |
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50 | (2) |
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25 Have and show trust in your staff |
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52 | (2) |
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26 Respect individual differences |
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54 | (2) |
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27 Listen to ideas from others |
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56 | (2) |
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28 Adapt your style to each team member |
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58 | (2) |
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29 Let them think they know more than you (even if they don't) |
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60 | (2) |
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30 Don't always have to have the last word |
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62 | (2) |
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31 Understand the roles of others |
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64 | (2) |
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32 Ensure people know exactly what is expected of them |
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66 | (2) |
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33 Have clear expectations |
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68 | (2) |
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34 Use positive reinforcement |
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70 | (2) |
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35 Don't try justifying stupid systems |
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72 | (2) |
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74 | (2) |
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37 Train them to bring you solutions, not problems |
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76 | (2) |
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78 | (142) |
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80 | (2) |
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82 | (2) |
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84 | (2) |
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41 Don't let it get to you |
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86 | (2) |
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42 Know what you are supposed to be doing |
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88 | (2) |
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43 Know what you are actually doing |
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90 | (2) |
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92 | (2) |
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45 Be proactive, not reactive |
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94 | (2) |
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96 | (2) |
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47 Set realistic targets for yourself -- no, really realistic |
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98 | (2) |
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48 Have a game plan, but keep it secret |
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100 | (2) |
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49 Get rid of superfluous rules |
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102 | (2) |
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50 Learn from your mistakes |
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104 | (2) |
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51 Be ready to unlearn -- what works, changes |
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106 | (2) |
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52 Cut the crap -- prioritise |
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108 | (2) |
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53 Cultivate those in the know |
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110 | (2) |
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54 Know when to kick the door shut |
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112 | (2) |
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55 Fill your time productively and profitably |
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114 | (2) |
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56 Have a Plan B and a Plan C |
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116 | (2) |
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57 Capitalise on chance -- be lucky, but never admit it |
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118 | (2) |
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58 Recognise when you're stressed |
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120 | (2) |
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122 | (2) |
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60 Be prepared for the pain and pleasure |
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124 | (2) |
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126 | (2) |
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62 Head up, not head down |
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128 | (2) |
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63 See the wood and the trees |
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130 | (2) |
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132 | (2) |
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65 Be decisive, even if it means being wrong sometimes |
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134 | (2) |
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66 Adopt minimalism as a management style |
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136 | (2) |
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67 Visualise your blue plaque |
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138 | (2) |
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68 Have principles and stick to them |
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140 | (2) |
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142 | (2) |
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144 | (2) |
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146 | (2) |
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72 Be flexible and ready to move on |
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148 | (2) |
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73 Remember the object of the exercise |
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150 | (2) |
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74 Remember that none of us has to be here |
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152 | (2) |
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154 | (2) |
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76 Keep learning -- especially from the opposition |
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156 | (2) |
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77 Be passionate and bold |
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158 | (2) |
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78 Plan for the worst, but hope for the best |
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160 | (2) |
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79 Let the company see you are on its side |
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162 | (2) |
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80 Don't bad-mouth your boss |
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164 | (2) |
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81 Don't bad-mouth your team |
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166 | (2) |
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82 Accept that some things bosses tell you to do will be wrong |
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168 | (2) |
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83 Accept that bosses are as scared as you are at times |
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170 | (2) |
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84 Avoid straitjacket thinking |
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172 | (2) |
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85 Act and talk as if one of them |
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174 | (2) |
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86 If in doubt, ask questions |
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176 | (2) |
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87 Show you understand the viewpoint of underlings and overlings |
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178 | (2) |
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180 | (2) |
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89 Don't back down -- be prepared to stand your ground |
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182 | (2) |
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184 | (2) |
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91 Don't slag off other managers |
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186 | (2) |
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188 | (2) |
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190 | (2) |
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94 Be above interdepartmental warfare |
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192 | (2) |
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95 Show that you'll fight to the death for your team |
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194 | (2) |
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96 Aim for respect rather than being liked |
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196 | (2) |
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97 Do one or two things well and avoid the rest |
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198 | (2) |
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98 Seek feedback on your performance |
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200 | (2) |
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99 Maintain good relationships and friendships |
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202 | (2) |
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100 Build respect -- both ways -- between you and your customers |
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204 | (2) |
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101 Go the extra mile for your customers |
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206 | (2) |
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102 Be aware of your responsibilities |
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208 | (2) |
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103 Be straight at all times and speak the truth |
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210 | (2) |
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104 Don't cut corners -- you'll get found out |
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212 | (2) |
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105 Find the right sounding board |
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214 | (2) |
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106 Be in command and take charge |
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216 | (2) |
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107 Be a diplomat for the company |
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218 | (2) |
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The Rules for entrepreneurs |
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220 | (22) |
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222 | (2) |
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224 | (2) |
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226 | (2) |
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228 | (2) |
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230 | (2) |
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6 Get all the help you can |
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232 | (2) |
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7 Set up a strong culture |
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234 | (2) |
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8 Don't say yes to everything |
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236 | (2) |
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9 Stick by your decisions |
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238 | (2) |
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10 Your time is everyone's time |
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240 | (2) |
| Endgame |
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242 | (2) |
| Had enough yet ...? |
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244 | |
Biežāk uzdotie jautājumi par e-grāmatām